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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Matrix |  Decision Making Wideband Delphi |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 1-4 h or multiple rounds | 45-90 min |
Participantsdifferent | 6-30 Experten | 2-8 | 4-12 Experten | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option | Estimate Range, Assumption Log, Expert Consensus Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionCriteriaScoringTradeoffs | EstimationExpertsForecasting | ChangeDecisionStrategy |